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From YouTube: City Council 01 28 2020 CCG Internal Audit Update
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A
B
C
Good
evening,
so,
as
the
mayor
mentioned
tonight
is
the
presentation
of
the
FY
19
kafir
I
do
hate
to
put
this
on
the
agenda
tonight,
but
we
only
have
so
much
time
a
lot
of
them
charter
to
present
the
kafir
once
the
audit
is
complete
so
that
had
to
occur
tonight.
The
rule
will
be
very
brief.
Up.
I
promise
so
with
us
tonight
is
our
a
partner
in
charge
of
the
audit,
mr.
Miller
Edwards
from
modern
and
Jenkins.
C
D
That's
okay.
I
certainly
appreciate
the
opportunity
up
here
to
visit
you
all
today,
as
Angelica
has
asked
me,
she
said
make
it
brief.
I
understand,
there's
a
lot
of
things
to
go
over
tonight,
so
what
I'll
do
is
I'm
gonna
fly
through
some
highlights:
I'm
gonna
respect
the
fact
that
not
all
of
you
all
are
accountants
or
auditors,
and
some
of
the
things
that
I
talk
about.
You
may
not
really
want
to
talk
about.
D
D
Let
me
just
say
on
the
front
end:
this
audit
is
a
very
large
and
all-encompassing
all
you
got
a
lot
of
different
entities
that
are
part
of
the
big
umbrella,
what
Columbus
Muskogee-
and
that
includes
things
like
your
component
units,
like
your
waterworks,
your
Hospital
Authority,
all
those
role
into
what
we
call
a
comprehensive
annual
financial
report.
I
just
want
to
make
sure
understood,
there's
a
lot
of
dominoes
in
the
middle
of
all
of
this.
D
A
lot
of
parts
to
this
puzzle
that
make
up
this
crater
of
government-
we're
here
today,
of
course,
to
talk
about
the
honor
a
little
bit
about
who
we
are
I'll
just
fly
through.
That
give
you
an
example,
some
of
the
other
governments
that
are
county
cameras
that
we
serve
like
you
all,
but
getting
down
to
the
altar
beam
itself.
All
our
pain
is
what
we
call
unmodified
or
what
you
might
call
them
as
a
clean
opinion.
D
Additionally,
it's
the
Columbus
management,
that's
supposed
to
put
together
the
the
documents
that
we
audit
there's
a
clean
separation
there
who
the
other
two
years
and
who
the
harbor
Toria
is
I,
would
like
to
give
hats
off
to
the
government
here
for
doing
a
fine
job
of
making
their
role
as
RT
so
complete
to
allow
us
to
be
the
independent
auditor.
So
again,
another
thing
I'll
touch
on
that
this
particular
slide
is
as
part
of
an
annual
or
this
orbit
of
this
kind.
D
We
have
to
do
what's
called
a
single
audit,
meaning
we
have
to
look
at
your
federal
programs
that
you
have,
and
this
past
year
you
took
in
about
nine
million
dollars
worth
of
federal
funds
that
you
had
to
spend
a
certain
way.
You've
got
a
clean
opinion
on
that
as
well.
We
all
look
to
two
of
your
major
programs
that
was
a
DOL
we
a
program
and
the
d-o-t
highway
and
planning
construction
grant.
The
total
of
those
two
is
about
4.2
million,
so
about
45
to
50
percent
of
your
total
federal
expenditures.
D
We
were
able
to
audit
those
look
at
making
sure
that
you've
dotted
all
eyes
crossed
off
these
and
satisfied
all
federal
requirements.
That's
not
always
easy
to
do,
because
those
rules
of
the
game
are
always
changing
if
you've
ever
been
in
part
of
management
of
a
government.
You
know
what
I'm
come
out,
but
I'm
able
to
tell
you
today
that
we
did
believe
that
you
did
comply
with
all
the
grant
requirements
that
are
out
there
relative
to
these
two
programs
that
we
did
already
before
the
concern.
D
Another
thing
I
want
to
make
note
of
is
the
kafir'
that
you
hear
me
referred
to
again
comprehensive
annual
financial
report.
The
acronym
everybody
calls
it
as
a
Kaffir
I'm
impressed.
You
should
be
impressed
that
this
is
the
30th
year
that
you
all
have
put
together
such
a
document.
D
This
program
has
only
been
around
so
many
years
that
you
all
been
in
it
for
Bost
all
those
years,
so
you
should
be
quite
proud
to
be
one
of
the
leading
parties
in
this
state
of
Georgia,
not
to
mention
the
country
of
participating
in
this
program,
and
what
this
says
is
that
you
go
above
and
beyond
the
call
of
duty.
The
state
of
Georgia
requires
only
so
much
be
included
in
all
of
it.
D
You
all
go
above
and
beyond
that
you've
got
ten
years
worth
of
data,
including
this
you
can
look
at
this
224
page
document,
which
I'm
sure
all
of
you
do.
It's
got
a
lot
of
information
that
it's
not
just
about
this
year,
but
it's
about
years
that
preceded
this
year.
It
is
one
of
those
kind
of
document
that
again
you
should
be
proud
of
and
again
you
all
been
doing
it
for
quite
a
long
time.
As
far
as
the
financial
statement,
I'm
gonna,
give
you
a
quick
overview.
D
You
heard
me
say
earlier
that
this
particular
audit,
at
least
this
financial
report
includes
a
lot
of
entities.
Not
just
you,
the
consolidation,
you
you,
the
government
includes
all
your
component
units
Department
of
Public
Health
is
an
example.
Water
works
all
the
golf
courses
that
are
public
that
you
all
provide
the
hospital
authority.
All
that's
included
in
here.
D
Additionally,
you've
got
your
primary
government
phone
instruments
that
are
also
included
things
like
the
general
fund,
your
sparse
funds,
those
kind
of
things
turning
the
page
of
the
slide
big
numbers
right
here
when
you
look
at
the
government
itself,
if
you
look
at
the
primary
government,
which
is
what
your
interest
is
typically
about,
you're
about
750,
1
million
in
total
assets.
Now
that's
not
all
cash.
Well,
make
sure
everybody
understands
a
large
part
of
that
is
531
million
of
your
capital
infrastructure,
your
roads,
your
bridges,
your
buildings,
all
those
things.
D
You've
also
got
liabilities
that
are
just
short
of
400
million,
giving
you
equity
of
about
350
million,
again
a
good
place
to
be.
If
you
go
across
that
page
and
you
see
the
component
units
they're
even
better,
when
you
add
them
all
up
there,
854
million
in
assets
of
which
649
million
of
that
your
capital
assets
and
they've
got
an
equity
position
of
483
when
you're
rolling
it
all
together,
which
is
what
this
cat
4
attempts
to
do.
D
You're
at
1.6
billion
in
assets
here
in
this
greater
government
about
1.2
billion
of
that
is
capital
infrastructure
and
those
kind
of
things
and
you've
got
a
net
position
or
equity
of
about
836
million.
This
is
a
healthy-looking
government
again.
I
just
want
to
explain
that
when
you
look
at
the
rest
of
that
slide,
you
see
the
revenues.
The
primary
governor
has
just
short
of
300
million
in
revenues.
Okay
of
that
about
196
million
of
that
is
your
general
fund,
but
you've
also
got
expenses
of
288,
giving
you
a
bottom
line
of
11.
D
Your
component
units
had
similar
type
of
results.
They
had
a
10
million
dollar
resort
on
1:53
in
revenues
and
143
and
expenses.
Now
people
might
sit
here
and
say
why
in
the
world,
do
we
have
a
good
bottom
line?
I
mean?
Is
that
really
the
right
answer,
I'm
going
to
show
you
on
the
next
slide?
How
important
it
is
to
have
that
11
million
that
you
all
showing
right
there?
D
As
you
look
at
this
particular
slide,
you
can
see
that
we've
got
11
million
in
your
net
income,
but
you
also
had
to
take
on
some
debt
this
past
year,
you've
got
some
proceeds
of
about
8
million
from
some
new
debt
that
you
issued.
If
you
add
back
depreciation,
which
is
a
non
cashflow
expense
that
gives
you
about
46
million
dollars
of
resources
available
to
do
improvements
to
your
system
and
to
pay
back
debt
that
you
previously
have
issued
notice
down
below
you
purchased
about
45
million
dollars
worth
of
capital
assets.
D
This
year,
your
payments,
our
long-term
debt,
were
seven
million.
You
actually
spent
52
million
own
debt
principal
and
on
capital
outlay.
You
actually
ended
up
using
some
of
your
prior
years
accumulated
resources
of
about
6
million.
So
again,
it
is
important
for
government
love,
this
kind
of
show
a
strong
bottom
line.
D
When
you
look
at
everything,
I
like
to
explain
that,
because
I
know
a
lot
of
people,
don't
think
government
should
have
big
bottom
lines
and
maybe,
if
you
weren't
in
a
proactive
environment,
maybe
you
wouldn't
need
it,
but
Columbus
Georgia,
just
riding
around
here
today,
I
got
here
about
an
hour
and
a
half
early.
You
should
be
proud.
D
You've
got
a
lot
of
great
things
going
on
here
when
I
look
around
it
takes
pro
action
to
do
that
and
it
takes
resources
and
that's
what
this
particular
chart
right
here
demonstrates
to
me
is
the
use
and
the
creation
of
those
resources
again.
I
think
things
look
very
healthy
here.
Another
thing
that
I've
got
on
the
slide
is
to
give
you
a
breakdown
of
your
general
fund
revenues.
You
heard
me
say
that
it's
about
196
million
dollars
with
the
revenues.
This
gives
you
a
little
taste
of
where
those
revenues
came
from
notice.
D
The
blue,
in
the
red,
the
blue,
in
the
maroon,
you
could
say
property
taxes
were
about
30
percent
of
your
196
million
39%
was
your
your
lost
money,
your
sales
taxes
and
those
kind
of
things.
So
again,
those
two
big
slices
right
there
become
very
important
for
you
to
be
able
to
do
the
things
that
you
do
think
about
that
again
that
11
million
on
a
bottom
line.
It
takes
certain
type
of
tax
revenue,
streams
and
other
revenue
streams.
To
make
that
happen.
D
This
is
your
general
fund,
a
breakdown
of
it
and
again
I
wanted
to
show
that
your
expenditures
in
the
general
phone
were
about
176
million.
You
can
see
the
big
part
of
that
was
Public
Safety.
That
is
not
unusual.
Public
Safety,
typically
in
a
government
of
this
size,
is
up
around
58
percent
55
60
62
you're
kind
of
right
in
the
breadbasket
of
where
a
lot
of
Public
Safety
is
usually
Public.
D
Going
to
the
next
slide
gives
you
a
little
bit
of
a
picture
of
what,
in
the
end,
did
we
have
as
far
as
a
change
in
our
fund
balance,
you
had
about
a
nine
point:
six
million
dollar
change,
a
positive
change
of
fund
balance
for
the
last
several
years.
You've
had
positive
positive
changes.
If
you
go
back
to
17,
it
was
600,000
a
year
ago
is
1.4
this
year
was
nine
point
six
again,
people
may
say
why
do
we
need
have
that?
Because
you've
got
a
lot
of
plans
to
do.
D
Additionally,
when
we
just
plant
this
seed
with
you
I'm
sure,
you've
thought
about
it
yourself.
Everybody
keeps
saying
the
recession
is
going
to
be
around
the
term,
that
it
happened
every
decade
or
so.
Well,
it's
been
about
12
years
since
the
start
of
our
last
recession,
so
again,
I
think
about
the
government's
that
weathered
it
so
well
that
I
was
serving
back
twelve
years
ago.
They
were
the
ones
that
had
created
a
good
fund
balance
to
provide
for
the
contingent
reserves
that
are
needed
to
continue
to
provide
the
services
that
your
constituents
won't.
D
So
again,
you've
got
to
have
some
of
these
good
years
to
offset
some
of
the
bad
notice,
the
ones
in
red.
In
the
earlier
years,
we've
had
some
years
we've
actually
had
to
eat
into
unbalanced.
You
gotta
have
good
years
to
build
it
up
so
that
you
can
do
that
again
as
you
need
to
so
again,
that's
a
chart
of
the
last
six
years.
D
Another
thing
that
people
ask
me
all
the
time
is:
what's
the
right
level
of
fund
balance
to
have.
When
you
look
at
your
general
fund,
you
had
about
a
fifty
five
million
dollar
fund
balance.
Now
again,
that
was
not
all
cash.
That's
made
up
of
a
lot
of
things.
Additionally,
not
all
of
that
is
free
and
clear.
You've
got
a
lot
of
that.
Fifty
five
million
that
is
already
designated
and
committed
for
other
projects.
D
Okay,
but
what
you
have
is
about
115
days
almost
four
months
worth
of
fund
balance,
people
might
say:
well,
why
do
we
need
four
months
if
you've
worked
in
government
like
this
before
you
know
property
tax
season
it's
later
in
the
year
it
happens
in
the
fall.
We
have
to
be
able
to
get
through
July
August
September
oftentimes
parts
of
October
we
have
to
get
through.
It
takes
this
kind
of
fund
balance.
D
If
you
want
to
be
proactive,
I
think
it's
in
a
healthy
spot,
I,
don't
think
it's
too
high
I,
don't
think
it's
too
low,
but
I
think
it's
in
a
good,
healthy
spot
to
be
right.
Now
you
should
feel
pretty
good
about
your
standing
with
your
general
fund.
As
you
enter
into
the
new
year.
All
the
funds
that
we've
got
you've
got
a
lot
of
special
revenue
funds,
debt
service
funds,
capital
products,
funds,
permanent
funds,
enterprise
funds
and
interim
service
funds
that
are
all
wrapped
up
as
part
of
this
operation.
D
Additionally,
under
the
fiduciary
funds
includes
things
like
your
Sheriff.
Department
includes
your
tax
commissioner,
your
Clerk
of
Courts
Magistrate,
Court,
all
those
different
courts
that
and
while
they're
the
reason
their
fiduciary
is
they'll,
take
in
monies
that
belong
to
others.
It
doesn't
belong
to
themselves.
The
tax
commission
collects
a
lot
of
parties,
not
just
for
you
all.
So
again,
it's
a
it's
a
fiduciary
activity
that
we
have
there.
That
is
included
in
this.
All
of
it
another
thing
about
this
orbit
is:
we
have
to
give
you
certain
reports.
D
You
heard
me
mention
earlier
about
the
single
or
not
touched
on.
The
fact
that
we
were
able
to
give
a
clean
report
additionally
have
to
also
look
at
your
your
general
controls,
your
inter
controls
that
you
have
and
determine
if
we
have
good
controls,
if
we've
got
areas
that
need
improvement
or
if
we've
got
things
that
are
truly
broken
down
to
a
material
nature,
we
are
able
to
give
you
a
clean
opinion.
Your
internal
controls
this
year,
that's
called
the
yellow
book
report.
Additionally,
we
didn't
see
any
major
violations
of
laws
and
regulations.
D
That's
part
of
the
Yellow
Boat
report.
We've
also
got
some
cover
fire
communications
and
in
our
darkness,
we
give
to
management.
To
give
to
you,
we
have
to
share
with
you
if
we
found
any
issues
that
were
concerning
to
us,
did
we
have
to
go
outside
with
consultations?
Do
we
have
anything
that
caused
us
to
question
our
independence?
I'm
happy
to
say
we
have
no
matters
that
needed
to
be
brought
to
your
attention.
That
should
be
any
kind
of
areas
for
consternation.
D
Last
couple
of
things
we
do
have
management
points.
I
said
we
had
no
findings.
We
do
have
these
six
management
points.
First
management
point
had
to
do
with
some
manual
record
issues.
You've
got
the
clerk
of
court,
the
Superior
Court
that
still
maintains
a
lot
of
their
records
manually.
It
is
my
understanding
that
they
are
looking
to
go
into
a
new
system.
We
highly
recommend
and
encourage
that
to
happen
sooner
rather
than
later,
when
you
use
manual
records
of
yesteryear,
you
set
yourselves
up
for
error.
We
are
human
and
we
make
errors.
D
When
we
do
things
manually,
I
think
when
you
get
the
new
IT
system
in
place,
that'll
be
a
great
thing.
Your
spirit
court
magistrate
court
also
have
a
lot
of
outstanding
checks
when
you've
got
outstanding
checks
here
in
the
state
of
Georgia
by
law,
you
have
to
turn
them
over
to
the
state.
The
state
Department
of
Revenue
has
an
escheat
program
for
unclaimed
property.
We
recommend
that
those
different
entities
right
there
go
down
the
ashit
listings
and
figure
out
what
they
need
to
do
with
those
old
outstanding
checks.
D
Number
three:
you
do
have
some
segregation
of
duties
issues.
They
are
in
various
ways
over
the
Superior
Court,
the
magistrate
court,
the
probate
court,
the
minister
court,
the
county
jail
when
I
say
segregation
of
duties,
I'm
talking
about
where
you
see
a
situation
where
someone
may
have
a
conflict
of
interest.
In
what
they're
doing
you
don't
want
the
same
person?
Writing
a
check
posting
the
check
issuing
the
check
taking
in
deposits.
You
want
to
make
sure
you've
got
good
breakdown
of
controls.
D
We
do
have
some
issues
there
that
we'd
like
for
you
to
take
a
look
at
and
deal
with.
We've
taught
the
management
more
in
depth
about
this
again,
nothing
that
was
to
the
level
of
it
being
a
finding,
but
it's
still
a
recommendation
that
we
can
do
to
improve
our
situation.
The
Tax
Commissioner
we
did
have
the
need
for
some
more
timely,
prepared
information.
We
came
out
here
in
August
and
September
to
do
the
audit.
We
had
to
come
back
and
mid
to
late
October
to
go
ahead
and
go
back
to
the
Tax
commissioner's
office.
D
There's
some
force
that
we
would
recommend
that
they
be
in
a
better
position
to
issue.
Sooner
after
year
and
later
you
Municipal
Court,
when
the
number-5,
we
did
have
some
issues
there
with
some
deposit
errors
and
we
recommend
there
be
some
better
oversight
review
there.
Nothing
material,
nothing
significant,
but
you
just
never
know
where
that
could
lead
to
errors
or
errors
and
we'd
like
to
see
if
we
could
avoid
those.
The
last
thing
is
in
your
food
cash
reconciliation.
D
Now
I
brought
this
up
last
year
and
that's
been
an
area
that
people
have
been
looking
at,
but
we
do
believe
you
need
to
make
sure
we
have
the
right
people
doing
the
right
things,
including
your
food
cash
reconciliation.
Your
food
cash
is
the
big
cash
account
for
the
government
here
and
right
now,
you
don't
have
a
segregation
of
duties
there
that
we
would
like
you
to
have,
and
we
just
recommend
y'all
continue
to
take
a
look
at
that.
D
You
do
have
some
mitigating
controls
in
place
and
we
appreciate
those
but
we'd
like
to
go
ahead
and
see
the
whole
thing
changing.
How
it's
done
last
couple
of
things
are
some
new
standards
out
there.
I've
discussed
these
of
management
they're
pretty
well
attuned
to
what's
going
on,
the
financial
reporting
continues
to
change.
There's
a
lot
of
new
things
coming
down
the
pike
that
are
going
to
have
to
be
addressed
in
the
succeeding
years:
financial
reports,
it
never
changes
and
I
just
want
to.
D
Let
you
know,
there's
a
lot
of
things
that
gonna
make
these
numbers
change
in
the
future
last
slide.
Just
to
let
you
know,
we
do
have
newsletters
that
we
issue
that
we
offer
ourselves
if
you
all
ever
want
to
be
on
our
mailing
list.
Let
us
know
we
do
have
currently
several
people
in
management
to
get
this
information.
Additionally,
for
the
last
11
years,
we've
been
providing
free,
continuing
education
to
our
clients
on
a
quarterly
basis.
If
you
ever
wanna
be
included
in
those
kind
of
invitations,
just
let
our
management
people
here
know
as
well.
D
E
D
In
each
individual
office
themselves
and
saying
okay,
how
do
you
do
things?
Let's
take
a
take,
a
look
at
how
you
do
things
and,
if
they're,
in
the
right
mindset
of
good
segregation
of
duties
and
if
we
see
that
somebody
is
doing
something
in
conflict
with
another
step
and
we'd
like
to
have
somebody
else
inserted
in
there
to
provide
for
good
segregation
of
duties.
That's
what
we're
talking
about
here
within
each
of
those
offices
and.
E
D
Give
us
some
concern
that
they
could
develop
into
something
that,
while
it
may
not
be
material,
it
still
be
something
you
don't
want
to
see
in
the
newspaper.
You
don't
want
to
see
any
kind
of
publications
that
make
this
look
like.
We've
got
a
breakdown,
and
so
it's
not
material
enough
us
making
a
finding,
but
there
are
things
we
just
want
to
keep
it,
get
it
fixed
and
deal
with
it
to
avoid
any
kind
of
further
scrutiny.
Thank.
B
B
And
me
I
just
want
to
make
sure
I
got
it
right,
so
I'd
say
indulge
before
it's
just
a
second.
He
said
a
clear
opinion:
we've
got
nine
million
in
federal
funds
with
a
clean
opinion.
Yes,
we
complied
with
all
grant
requirements,
yes
and
the
Khafre.
We
should
be
impressed
with
your
work.
Those
were
the
words
you
used.
This
is
the
30th
year
and
were
leading
party
in
state
of
Georgia
and
this
country
and
we
go
beyond
requirements.
B
Absolutely
that's
what
I
think
I
also
say,
and
on
the
financial
statement
CCG
and
all
component
units
to
include
SPLOST.
We
have
77
and
51
million
total
assets,
not
all
cash
854
million
in
component
units
1.6
billion
when
you
roll
it
all
together.
In
your
words,
this
is
a
healthy
government,
11
million
net
income,
46
million
resources
available,
and
in
your
words
will
we
show
a
strong
bottom
line.
We
should
be
proud,
and
you
indicated,
as
you
wrote
around
Columbus.
B
B
B
A
Straight
but
I
think
that
goes
without
saying
the
disc
government's
done.
A
very,
very
good
job
of
identifying
talented
people
who
have
run
our
finance
department
and
and
and
jelica
does
an
amazing
job
before
her
deputy
city
manager
Hodge,
and
we
just
we've
really
enjoyed
quality
people
watching
after
the
taxpayers
money,
and
it
is
nice
to
hear
affirmation
that
not
only
are
we
doing
it
well,
we're
doing
it
exceedingly
well,
and
so.
D
One
thing
I
would
say:
that's
important
is
the
tone
at
the
top,
when
I
see
good
tone
at
the
top
as
I
see
here
that
tone
trickles
down
through
all
levels
of
Management
I
have
had
clients
that
didn't
have
good
tone
at
the
top,
and
you
could
feel
it.
You
could
see
it
in
the
numbers
and
the
reports
we'd
have
to
issue.
You
are
a
very
professional
organization.
You
got
a
lot
of
good
things
to
endure
at
every
level
that
I
see
and
hats
off
to
you
for
being
that
one
and.
B
So
me
again,
I
wanted
to
conclude
by
congratulating
and
thanking
our
finance
director,
Angelica,
Alexander
and,
of
course,
Pam
Hodges.
The
deputy
city
manager,
finance
planning
and
development.
I
came
before
Angelica
and
she
trained
Angelica
and
Angelica
stepped
it
up
and
and
they
do
an
awesome
job,
I'm
really
proud
of
them.
Well,.
F
You
said
exactly
that
miss
city
manager,
you
don't
need
to
applaud
anybody.
We
need
to
applaud
you.
We
need
to
applaud
our
executive
management,
our
administration.
As
long
as
I've
been
here,
you
just
highlighted
a
lot
of
things
to
that
I
took
note
of,
but
this
is
probably
one
of
the
best
reports
that
I've
seen.
We've
had
a
lot
of
good
reports.
We've
had
some
challenges,
but
we've
always
worked
through
them
and
that's
what
you
call
that's
what
you
call
management
and
being
one
of
the
top
I
guess
financially
sound.
F
Oh
yes,
government
bodies
in
the
state
and
the
country
is
a
pretty
significant
honor,
so
I
think
we
ought
to
be
commending
you
and
the
staff.
You
are
the
executive,
ministration
or
the
head
of
management,
but
we
got
a
tremendous
staff.
That's
involved
all
the
time
and
I
think
it's
always
been
somewhat
of
a
team
effort.
F
I
know
we
challenged
y'all,
sometimes,
and
we
all
sometimes
discuss
debate
and
quarrel
over
over
dollars,
but
I
feel
real,
confident
that
our
city's
in
good
financial
shape-
and
you
know-
and
you
need
to
be
four
because
you
never
know
what
happened
in
today's
times.
You
never
know
what
what
will
happen.
You
know
some
catastrophic
event
and
you
know
we're
sitting
in
a
good
position
now,
like
he
said,
there's
so
many
different
funds
and
so
many
different
pots
of
monies
and
so
many
different
moving
parts.
F
You
know
that
in
a
lot
of
it's
already
accounted
for,
but
when
you
sum
it
all
up,
I
think
in
total,
as
you
did
today,
it's
something
to
really
be
proud
of
so
on
behalf
of
the
citizens
of
the
district
I
represent
district
2
I
just
want
to
make
sure
I
say
that
publicly
and
I
hope
that
the
recognition
is
is
put
out
where
it
needs
to
be,
because
this
is
something
mayor
to
be
proud
of
as
a
as
a
city
as
a
whole.
Everybody
everybody
included,
including
this
this
body
as
well.
F
So,
thank
you
and
I'm
sure
that
a
copy
of
all
this,
if
not
already,
is
in
the
hand
of
the
auditor
and
as
part
of
the
team
and
that
they'll
be
working
on
corrective
measures
and
anything
that
needs
to
be
tightened
up.
I
mean
always
that's
one
of
the
things
I
like
about
you
and
our
staff.
You're,
always
tightening
the
team,
green,
always
tightening
in
tinkering
and
that's
a
good
thing.
So
I
want
to
say
that
and
I,
just
like
I
think
we
ought
to
give.
G
I,
don't
want
to
be
redundant
of
everything
that
has
been
said
today,
but
I
think
we
need
to
give
our
staff
and
our
citizens
and
everyone
that
works
so
hard
to
make
this
government
what
it
is
to
be
recognized
at
the
point
that
you
are.
Every
women
in
our
staff
deserves
a
standing
ovation.
So
I
ask
my
colleagues
to
join
me
in
really
thanking
our
staff
on
what
they
have
done,
because
I've
been
here
almost
24
years
now
and
I've
seen
a
lot
of
reports,
and
this
is
the
easiest
and
simple
one
to
understand.
G
Clearly
what
you're
saying
don't
have
to
go
back
and
study
and
read
and
try
to
figure
it
out,
and
you
just
told
it
we're
doing
the
right
thing
and
we
have
the
right
people
in
place
and
to
the
city
manager.
Congratulations,
because
it
takes
your
leadership,
Pam's,
Lisa
Angelica,
to
put
us
on
the
map.
You
have
put
us
on
our
map.
We
have
challenged
you.
This
community
has
challenged.
You,
we've
had
our
ups
and
downs,
but
you
kept
your
head
up
high
and
you
kept
going,
and
you
proved
us
wrong
that
you
got
controls.
G
H
Yes,
the
board's
exactly
what
I
wanted
I
want
to
do,
that
you
took
the
words
out
of
my
mouth
and
mr.
city
manager.
Your
job
is
to
manage
the
city,
but
that
young
lady
right
there.
We
all
know
that
she
jumped
in
quick
learner.
Of
course,
she's
had
some
good
help
with
Pam
sincerely
appreciate
you.
Mr.
city
manager,
appreciate
you
and
sir.
Please
come
back
I'm
going
to
echo
what
the
city
man's
I,
like
you.
H
C
Hi
so
I'll
be
like
Speedy
Gonzales
here.
I
promise
I
won't
rehash
everything,
but
we
do
have
to
provide
a
response
to
the
management
letter
points
and
that's
just
what
this
very
brief
slide
presentation
is.
I
won't
read
it
word
for
word,
but,
as
the
auditor
mentioned
in
terms
of
the
accounting
systems
and
the
agency
finds
particularly
Superior
Court,
but
the
manual
records
we
are
implementing
a
new
court
management
system.
C
We
this
was
a
the
second
year
that
this
sort
of
issue
has
come
up
for
these
agency
funds
and
we
didn't
meet
last
year.
One
of
the
outcomes
of
that
particular
meeting
and
Magistrate
Court
in
particular,
was
there
need
for
additional
staffing.
There
was
an
additional
position
approved
by
council
in
the
FY
2008
for
magistrate
court,
so
we'll
circle
back
just
to
see.
C
If
there's
any
additional
assistance,
we
can
provide
to
sort
of
see
how
the
incorporation
of
that
additional
personnel
and
how
that's
going
in
that
particular
office-
and
you
know
just
see
if
we
can
somehow
provide
the
segregation
of
duties
that
be
suggested
with
with
the
current
staffing
levels
I'm
the
time.
The
preparation
of
the
audit
reports
as
it
relates
to
the
Tax
commissioner's
office.
Again,
no
direct
oversight
from
the
finance
department.
C
So
we'll
discuss
this
concern
in
more
detail,
we'll
meet
with
the
Tax
commissioner's
office
and
see
if
there
is
any
potential
process
or
communication
improvements
related
to
reporting
and
if
any
of
those
improvements
have
any
potential
budget
impacts.
So
we'll
we'll
meet
up
at
a
later
time.
I'm
the
bank
deposits,
as
it
relates
to
a
Municipal
Court.
C
This
is
something
that
we'll
have
to
discuss
in
more
detail
with
Municipal
Court,
just
to
see,
if
there's
any
improvements
that
we
can
make,
help
them
make
to
their
bank
reconciliation
process,
and
then,
lastly,
is
the
pool
cash
reconciliation
just
know
if
you
know,
but
after
we
ended
the
sort
of
budget
season
last
year,
almost
everyone
in
the
financial
planning
division
left
and
they
took
you
know,
got
a
job
better
opportunities
like
I.
Don't
follow
anyone
for
self-improvement
for
career
progression,
but
they
all
left
and
so
reconciliation
yet
again
had
to
be
conducted
by
myself.
C
It
was
unavoidable.
You
know
we're
extremely
lean
as
a
department,
direct
oversight,
though
the
bank
reconciliation
process,
obviously
is
by
deputy
city
manager
Hart.
She
knows
how
to
complete
the
bank
reconciliation
just
as
I
do
one
things
like
to
point
out,
though,
as
the
auditor
mentioned,
there
are
some
mitigating
factors.
There
are
mitigating
factors
that
would
prohibit
fog.
C
Obviously
there
is
that
risk
where
you
have
me
listed
as
the
signature
on
the
on
the
bottom
of
the
checks,
but
I
don't
have
possession
of
any
checks
physically
in
order
for
a
wire
transfer
to
leave
the
bank
there's
a
two-person
approval
process,
so
there
would
have
to
be
some
sort
of
collusion
between
myself
and
other
and
another
employee.
You
know
for
me
to
take
now.
Obviously
you
know,
if
you
put
your
mind
to
it
as
a
criminal,
you
can
do
whatever
you
put
your
mind
to,
but
that
is
obviously
not
gonna
happen.
G
C
A
And
and
we're
very
grateful
about
what
you
do
and
don't
put
your
mind
to,
we
are,
but
thank
you
for
all
your
hard
work
it.
It
was
tough
losing
a
lot
of
the
staff
and
and
you've
done
a
good
job,
I
think
getting
some
folks
in
there
that
are
gonna,
pick
up
the
slack
and
do
a
good
job
this
next
budget
session.
So
all
right,
thank
you.